The New Hospitals Programme (NHP) is a £20billion programme that has been set up to transform the delivery of national healthcare infrastructure across the NHS to provide world-leading experiences for patients and staff as possible. The NHP has been tasked with supporting Trust Project Teams in building 48 hospitals by 2030, before becoming an established organisation that will support the future specification and building of all new hospitals across England.
To do this, the NHP requires a robust operating model and organisational culture to drive both the policy and delivery aspects of the NHP. Q5 were therefore asked to support the creation of the NHP’s target operating model and support with the detailed design so that the NHP could identify and mobilise critical roles and teams at pace to support this critical infrastructure project.
To support the NHP, Q5 led on the following activities:
Defined the high-level design for the NHP. This included the target operating model, function charters (with purpose and core accountabilities) and key interfaces.
Developed the supporting structures, roles and responsibilities.
Ensured that all functions and teams are empowered to drive clear decision-making through integration with a robust governance framework and RACI.
Supported the implementation of the new operating model.
Provided change management and leadership development support to embed the values and behaviours required to lead and drive the NHP as an effective organisation.
As a result of Q5’s approach, the NHP was able to articulate both the policy and delivery activities required to efficiently mobilise the right leaders and teams at pace to achieve NHP’s strategic objectives
The NHP operating model ensured that the NHP was able to provide bespoke support to Trusts dependent on the maturity of their project – providing them with a combination of stakeholder management, functional expertise, programme controls, financial and commercial support throughout the E2E project lifecycle
The NHP operating model was also set-up to drive lessons learnt and continuous improvement across different projects and phases via a continuous cycle of co-design and co-delivery with stakeholders – at both policy and delivery level
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